Strategic hr ppt


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Strategic HR

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Strategic hr ppt

  1. 1. ORGANISATIONATIONAL CHANGE<br />PLANNING<br />&<br />IMPLEMENTATION<br />AN OVERVIEW <br />On<br />AAL and IPS<br />BY<br /><ul><li>ShaliniKaushal
  2. 2. Piyush Nair
  3. 3. PoojaTiwari
  4. 4. Pratik Negi</li></li></ul><li>Q-1 Why was the change thought necessary?<br />AAL<br />1.Shrinking Margins in the products <br />2. need to stay competitive.<br />3. Cost cutting by the New ( CEO – Dick Gunderson ) $50 million.<br />4. Positive dissatisfaction – [ Can do Better]<br />IPS ( Insurance Product services department)<br />1. Considered to be truly customer oriented<br />2. Decisions taken at a higher level,(-ve impact ) + Underutilization of manpower<br />3. Productivity was taken as a functional perspective not integrated.<br />4. Excessive Growth in the mind of top management.<br />
  5. 5. Q-2 How did AAL- IPS change process influence and shape organization strategy?<br />AAL change Process<br />GAP closing<br /> -- Internal managers changed the structure ( 2 Management<br /> level through consciousness of top management)<br /> -- Technology Strategy changes<br /> -- Precise vision to of desired management style (employee <br /> evaluating the managers) <br />Organizational Change Results<br /> -- early retirement Window ( 250 – positions)<br /> -- continued employment ( innovation with protective shield)<br /> -- skill judgmental array of work force and later IJP, transfer, or <br /> voluntary outplacement options given. <br />
  6. 6. IPS change Process<br />Identifying the needs<br />Change process without approval of senior management in the department.<br />IPS head was changed – with regionalized strategy.<br />RISK averse culture changed -- to – calculated risk culture<br />Setting Parameters<br />Customer driven organization and team relationship was emphasized.<br />Flat hierarchy and fewer supervision.<br />Participative management style and tabbing the terms like.<br />Agents = Primary customers policy holder = ultimate customers<br />Design and development<br />Communication<br />-- communicating the change<br />-- news letters and 100 people gathering to communicate change process or any<br /> reengineering to be done.<br />
  7. 7. Design teams<br />-- 10 teams were formulated (125 employee each)<br />-- Distinct role clarity was given to all the teams.( readily decreased employee <br /> confusion and goof-ups)<br />Decision Making and Implementation<br />-- proper research was carried out for implementation of any policies.<br />-- sociotechnical management that helped ( to get desired outcomes and mission)<br />-- Flat hierarchy and full service plus self regulations was implied.<br />Implementation<br />-- Specific Implementation team was named from employees.<br />-- even physical movement of employees was considered.<br />Employee Assignment<br />-- Timing and disbursement of employees was done.<br />-- Storming]+[norming was given high frequency category for the same in group formation<br />Security<br />-- supervisory positions reduced.<br />-- Employment assistance was provided.<br />Self Managed Teams<br />
  8. 8. Q-3 What is your Assessment of the positive and negative impact of the <br /> change itiative?<br />Positive Impact<br />Motivating to hard working employee<br />less friction between the evolved teams <br />clear job descriptions<br />better organizational communication and control.<br /> power decimation would be proper and broad banding would help in it.<br />Positive and negative outcomes for any change or strategy implementation could be <br /> forecasted in a much better way.<br />Employee retention in the longer run.<br />Development of Calculated Risk taking culture.<br /> More participation and better team cohesiveness<br />less of a time spent in the norming and storming stages in longer run<br />better adaptability and result oriented workforce.<br />Negative Impact<br />1. Company Image may get a jolt at the start of the change.<br />2. Implementation and new work force compatibility in required. <br />3. Layoff and IJP will for sure break the group dynamics.<br />4. New departments and complete hierarchy changes are not welcomed by staff.<br />
  9. 9. Q-4 What role did the HR play in the exercise?<br />ORG<br /> redesign<br />Behavior<br />Changes<br />MAJOR CHNAGE<br />Communication Plan<br />Successfully Transformed<br />Transition Planning<br />Employee <br />Benefits<br />Thank You<br />